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关于操作风险管理--睿云信息科技有限公司</title>

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</font><p style="margin: 0cm 0cm 12pt; text-align: justify; line-height: 150%; text-justify: inter-ideograph;" class="MsoBodyText"><span style="line-height: 150%; font-family: 宋体; font-size: 12pt;"><font size="2"><font color="#696969">操作风险，正如它的名称显示的，广义上是指业务操作或经营活动中连带的风险。我们很容易用各种例子来说明这种泛泛的定义，但是却很难对它进行综合性和本质的归纳。传统上（指新巴塞尔资本协议之前）金融企业通常将不属于市场风险和信用风险的各类风险都归于操作风险，但是这样的处理方式造成对风险辨别和资本需求计算的困难。为了规范操作风险的管理，并对操作风险的监管进行指导，巴塞尔银行监管委员会经过大量的意见征询，在<span lang="EN-US">2001</span>年后颁布的一系列新资本协议规定文件中对操作风险及其管理做了正式规范。操作风险是指起源于内部操作，人员和系统的不当或失误，或者因为外部事件造成损失的风险，包括了法律风险但是排除战略风险和声誉风险。巴塞尔银行监管委员会在考虑有关定义时着重业务操作带来的风险，并认为这样的定义比较适合风险管理和测量。<span lang="EN-US"><!--?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /--><o:p></o:p></span></font></font></span></p><font color="#696969" size="2">

</font><p style="margin: 0cm 0cm 0pt;" class="MsoNormal"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'><font color="#696969" size="2">和其它风险的测量和管理相似，对操作风险的管理需要将风险控制透明化，并进行数据收集和分析，同时计算风险资本。和其它风险类别不同之处在于，操作风险从企业经营活动衍生出来的，不像市场风险或信用风险，是企业无法回避的。这种风险贯穿整个企业经营活动中，不可能被完全缓释。</font></span></p><font size="3" face="Times New Roman">

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</font><p style="margin: 0cm 0cm 0pt;" class="MsoNormal"><font color="#000000"><font size="2"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>操作风险管理的框架</span><span lang="EN-US"><!--?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /--><o:p></o:p></span></font></font></p><font color="#000000" size="3" face="Times New Roman">

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</font></span></font><font size="2"><font color="#757575"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>操作风险管理有两个层面，一个是操作风险的测量，另外一个是操作风险的控制。操作风险测量是对操作风险显著性进行判断，并在数据收集整理和分析基础上对操作风险进行量化并计算其风险资本需求。操作风险控制包括对风险的辨别、评估、控制和转移。很明显，操作风险测量为操作风险控制提供了科学管理的基础，而对操作风险的控制则是帮助我们达到最终的管理目标。经验表明，</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: "Courier New";'>操作风险管理框架的质量可以从金融企业的损失数据库质量和数据的有效性和一致性来反映，从损失数据的质量我们能够清楚地了解企业的业务风险性质和企业风险管理水平，并判断企业的风险自我评估、关键风险指标以及其操作风险资本测量方法的稳健水平。当然，在缺乏行业标准与有效监管指导的情况下，构建成功的操作风险管理框架是一项艰巨的任务。尽管面临的挑战，建立健全的操作风险管理体系不仅是金融监管的要求，也是提高金融企业经营效益的有效途径。</span><span style='mso-bidi-font-family: "Courier New";' lang="EN-US"><!--?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /--><o:p></o:p></span></font></font></p><p style="margin: 0cm 0cm 0pt; line-height: 150%;" class="MsoNormal"><font color="#757575" size="2">

</font></p><p style="margin: 0cm 0cm 0pt; line-height: 150%;" class="MsoNormal"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'><font color="#757575" size="2">操作风险的管理动力首先来自企业内部管理的要求，良好的操作风险管理提高了企业内部控制的透明度，减少了意外损失事件，从而控制潜在的声誉风险。在操作风险管理框架下股东和经营者能够更好地理解公司经营状况，加强其对经营预测和业务管理的能力，进而提高企业的生存和竞争能力。良好的操作风险管理在改进风险事件处理能力和设置充足的风险资本基础上，将提高投资人对企业的信心，进而降低企业的融资成本。而市场的压力和各种政府或行业的监管要求也为企业提高操作风险管理水平提供的驱动力。</font></span></p></div></div>
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<div class="css_editor_flag" editor_flag_value="yes" style="display:none;"></div></div><div style="clear:both;height:0"></div></div><div style="margin-top:0px;margin-left:0px;min-height:926px;" kits_name="操作风险管理4"  super_id="block_0" class="selectarea paragraph_top" module="mod_paragraph" type="paragraph" id="block_4721"><div class="selectarea02" style="min-height:926px;"><script type="text/javascript">
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</font></font><p style="margin: 0cm 0cm 12pt; text-align: justify; line-height: 150%; text-justify: inter-ideograph;" class="MsoBodyText"><span style="line-height: 150%; font-family: 宋体; font-size: 12pt;"><font color="#6b6b6b"><font size="2">目前风险管理领域专家们基本同意操作风险管理基本框架需要有下面几个模块：（<span lang="EN-US">1</span>）操作风险管理的政策和程序；（<span lang="EN-US">2</span>）公司的内部治理；（<span lang="EN-US">3</span>）操作风险管理的各个要素；（<span lang="EN-US">4</span>）操作风险资本模型。在这一章我们主要讨论操作风险管理的各个要素及其整体框架。在下一章里，我们将讨论操作风险资本模型及其相关的数据收集和风险测量。</font></font></span></p><p style="margin: 0cm 0cm 12pt; text-align: justify; line-height: 150%; text-justify: inter-ideograph;" class="MsoBodyText"><span style="line-height: 150%; font-family: 宋体; font-size: 12pt;"></span><span style="line-height: 150%; font-family: 宋体; font-size: 12pt;"><font color="#6b6b6b"><font size="2">传统的审计工作和操作风险管理有本质不同。审计的任务是对内部控制系统的有效性进行评估，并帮助保证系统的持续有效。在报告层面，审计的结果直接反映到董事会和公司最高管理层。而操作风险的管理过程由业务单位主导，在整个企业层面进行操作风险的识别、评估、控制和缓释。操作风险的管理任务还包括数据的收集和分析、风险控制的自我评估和情景分析等这些持续的活动。这种区别必然要求金融企业首先要对操作风险政策和程序进行完善的定义，才能保证风险管理框架的实施在业务层面得以按计划实施。完善操作风险政策和程序的工作包括确保损失原因，事件类型和效果的一致性定义、对管理政策的审查和改进、以及创建和完善操作风险报告架构。<span lang="EN-US"><!--?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /--><?xml:namespace prefix = o /><o:p></o:p></span></font></font></span></p><font color="#6b6b6b">

</font><p style="margin: 0cm 0cm 6pt; line-height: 150%;" class="MsoBodyText"><span style="line-height: 150%; font-family: 宋体; font-size: 12pt;"><font color="#6b6b6b"><font size="2">在制定操作风险管理政策和程序以后，风险管理的主要活动是对操作风险的内部控制和管理。金融机构在设计操作风险内部控制和管理架构时需要考虑企业的规模、管理结构的成熟性和业务的性质和复杂度。尽管这些考虑造成工作内容的不同性，金融机构必须创建当前内部控制的风险管理基础的集合、实施控制和风险管理的最佳实践、并且对比行业的最佳实践进行差异分析，并进行持续的风险控制和管理改进。总体上，金融机构的董事会和最高管理层必须制定明确的风险战略并监督战略的实施，并且帮助创建强大的操作风险管理和内部控制文化，包括明确的责任和分工、清晰的内部和外部报告途径和有效的突发事件处理计划。在实施层面，根据不同企业的管理结构，操作风险管理的元素可能不同，但一般都包括：</font></font></span></p><p style="margin: 0cm 0cm 6pt; line-height: 150%;" class="MsoBodyText"><span style="line-height: 150%; font-family: 宋体; font-size: 12pt;"><font face="Times New Roman">

</font><font size="2"><font color="#717171"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>- 内部损失事件的收集：损失事件数据的收集是操作风险管理分析的基础。这项工作首先要对各类风险进行准确和一致的分类，按照不同事件类型和原因进行细分，并将企业特殊的损失事件映射到监管要求中。新巴塞尔资本协议和中国银监会等监管机构对损失事件的定义都作了比较详细的定义（参见附录</span><span lang="EN-US">C</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>关于中国银行监督管理委员会对损失事件的定义）。金融企业要设立和支持损失数据采集流程的架构，并且围绕数据采集流程建立有效的工作程序，包括数据采集，数据质量审查，工作责任的分工结构。另外，企业还要定义和辨别数据采集的最低要求，并保证数据结构的安全性和系统的稳定性。</span></font></font></span></p><p style="margin: 0cm 0cm 6pt; line-height: 150%;" class="MsoBodyText"><font color="#717171" size="2">

</font><font size="2"><font color="#717171"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>- 风险和控制的自我评估：</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: "Courier New";'>风险和控制自我评估过程的英文术语是</span><span style='mso-bidi-font-family: "Courier New";' lang="EN-US">RCSA</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: "Courier New";'>，是</span><span style='mso-bidi-font-family: "Courier New";' lang="EN-US">Risk</span><span style="mso-bidi-font-family: PMingLiU;" lang="EN-US"> &amp; Control Self-Assessment</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: PMingLiU;'>的缩写。</span><span style="mso-bidi-font-family: PMingLiU;" lang="EN-US">RCSA</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: "Courier New";'>的目的是在企业中形成一个具有广度和深度的定义、控制和评估操作风险的程序。广度的内涵是整个体系必须横跨企业内所有单位与业务进程。而深度的内涵则是所有业务单位在风险管理框架下必须涉及到业务的具体流程和步骤，并且对关键风险管理的细节进行报告和跟踪。</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>风险和控制的自我评估</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: "Courier New";'>不仅包括对操作风险的评估，而且要和内部审计与合规工作紧密配合，并且协调企业内部控制的各个职责部门的工作，使得操作风险管理成为企业管理文化的有机体。在实施层面，操作管理实施负责部门可以首先选择几个典型或主要业务部门开发</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>风险和控制的自我评估流程，在完善相关流程后</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: "Courier New";'>尽可能的形成一套完整实用的经验，并将其推广到其他业务部门。</span></font></font></p><p style="margin: 0cm 0cm 6pt; line-height: 150%;" class="MsoBodyText"><font color="#717171" size="2">

</font><font size="2"><font color="#717171"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>- 关键风险指标：关键风险指标（</span><span lang="EN-US">Key</span><span style="mso-bidi-font-family: PMingLiU;" lang="EN-US"> Risk Indicators</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman"; mso-bidi-font-family: PMingLiU;'>，简称</span><span style="mso-bidi-font-family: PMingLiU;" lang="EN-US">K</span><span lang="EN-US">RIs</span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>）是一种先进的风险度量实践，它是针对不同的风险类别采用不同的关键指标进行定义和测量，进而帮助查明影响企业经营的操作风险的系统性问题或偶然性因素。这些指标是战术性的，但又是具体化和细节化的。通过对关键风险指标的定义和实施，使抽象的操作风险管理得以具体的实施。这些指标可以在任何时间点收集、并定期或按管理要求报告。通过和操作风险管理的其它工作元素的配合，关键风险指标是促进风险管理政策实施的强有力的催化剂。在操作风险管理测量和报告体系中，是关键风险指标允许风险管理的定量测量和定期监测，通过设置各种触发点使企业风险管理的操作制度化和自动化。也就是说，关键风险指标通过在经营、业务流程和产品线的具体指标定义和检测，帮助金融机构在动态的商业环境中进行动态的操作风险管理。这种特性使得关键风险指标成为操作风险管理架构中的核心组成部分。</span></font></font></p><p style="margin: 0cm 0cm 6pt; line-height: 150%;" class="MsoBodyText"><font color="#717171" size="2">

</font><font size="2"><font color="#717171"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>- 情景分析</span><span lang="EN-US">: </span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>情景分析是风险管理中压力测试的重要工作内容，但是操作风险管理中的情景分析有其特殊的内涵。据美国联邦储备委员会的监管要求“监管资本操作风险的高级计量法监督指导”定义，操作风险管理中的情景分析是整合管理专家，业务经理和风险专员的意见，分析出符合监管健全标准的合理的操作损失可能性及其影响系统性评估过程。由于金融机构很难收集内部的重大操作风险损失数据，情景分析成为评估损失可能性的数据输入补充和分析基础。操作风险情景分析的方法很多，包括合成数据点法，参数法（平均频率，平均严重性和最大损失），系数法，外部数据延伸法和结构情景分析。这些方法的目的都在于保证情景分析中分析结果能够尽可能地符合实际情况。我们将在后面章节将展开讨论情景分析的一些基本方法。</span><span style='color: black; mso-bidi-font-family: "Courier New";' lang="EN-US"><o:p></o:p></span></font></font></p><p style="margin: 0cm 0cm 6pt; line-height: 150%;" class="MsoBodyText"><font color="#717171" size="2">

</font><font size="2"><font color="#717171"><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>- 外部数据的利用</span><span lang="EN-US">: </span><span style='font-family: 宋体; mso-ascii-font-family: "Times New Roman"; mso-hansi-font-family: "Times New Roman";'>操作风险数据充分性通常不及其它主要风险，特别是在重大损失事件方面，因此，金融机构很难单单依靠内部数据对操作风险进行的定量分析。所以监管机构，包括新巴塞尔资本协议都明确要求，金融机构必须在操作风险分析和管理中说明其是否拥有适当的内部损失事件数据，如何利用相关的外部损失事件数据建立业务环境评估和内部风险控制框架，并且怎么样采用情景分析的结果来支持操作风险管理的量化。顾名思义，外部损失数据是发生在其它企业的操作风险事件造成的经济损失。目前有许多外部数据供应商收集和提供公开损失案例和数据，某些数据联盟则专门收集参与成员的损失数据并在成员中分享。外部损失数据在操作风险管理中不仅结合情景分析对风险的定量分析进行数据补充，还用于验证内部损失数据模型。外部损失数据的应用使得风险分析更加细节化和透明化。通过分析其它企业类似的损失事件和经历，外部数据能够帮助操作风险管理人员识别潜在的风险，并评估控制失败的可能。对采用高级计量法测量操作风险的金融企业，外部数据解决了内部损失数据缺失的难题。</span></font></font></p></div>
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